Management of Cross-Cultural Teams in International Projects - Research Paper Example

The paper “Management of Cross-Cultural Teams in International Projects” is a brilliant example of the research paper on human resources. This study-analyzed management of cross-cultural teams in international projects with the aim of formulating and implementing strategies that ensure cross-cultural approaches are championed in international projects. Cross-cultural project management has become an issue because of globalization and other changes occurring in world business scenarios (Timofeev, 2002). The outcomes of the project include identification of issues arising on projects because of the employment of a workforce comprised of different ethnic and cultural backgrounds and formulation of a framework that ensures cross-cultural dimensions are addressed in international projects. The methodology that was utilized was to undertake a survey distributed by email and via telephone calls. The study will be based on companies operating in the Middle East (Saudi Arabia) bringing into consideration diverse cultural backgrounds. The study has been conducted over a thirteen-week semester and placed into consideration ethical and resource issues. Some of the basic questions that the study set out to answer are:-

1) What are the cultural dimensions that make cross-cultural management an issue?

2) What strategies can be used to mitigate cross-cultural threats?

2) What is the general perception of cross-cultural management responsibility from both employees and managers? (Frye, 1994).

1.2 Background
In understanding cross-cultural factors, numerous dimensions exist which try to explain why one culture operates differently from another culture. Some common cross-cultural dimensions that exist include language, cooperation, and individualism vs. collectivism, uncertainty avoidance, conflict resolution, and masculinity vs. femininity, motivation systems, and workgroup characteristics (Elenkov, 1998). These are just some examples of a wider range of differences that indicate the need for a strategic cross-cultural approach towards some international projects. This, therefore, means that the management of cross-cultural teams in international projects is of paramount importance in order for international organizations, which are served by people from different countries and cultures to be able to achieve the goals of the organization (Weaver, 2000).